BUSI2121- QUIZ 2

Affects

Broad term covering a wide range of
feelings, including emotions and moods

Emotions

Intense feelings directed at a specific object or
person

Mood

Less intense and more generalized feelings not directed
at a specific object or person

Emotion and mood connection

- Sources of moods and emotions are complex. They
influence each other
- Emotions can turn into moods when there is loss of focus to what
originally caused it
- Moods last longer than emotions

Types of moods

1. Positive affect
2. Negative affect

Positive affect

Excitement,
Self-assurance,
Cheerfulness

Negative affect

Boredom,
Lethargy,
Depression

Emotional contagion

When emotions are experienced by one or more individuals in a work group spread to others
- Negative emotions spread more quickly than positive

Positive emotional contagion

Cohesive work environment, less conflict, high performance

Emotional Labor

The process of managing our feelings so that we present positive emotions even when they are contrary to our actual feelings

Emotional Dissonance

A discrepancy between the emotions a person displays and the emotions they actually feel

Display Rules

Basic norms that govern which emotions should
be displayed and which should be suppressed

Display Rule strategies

1. Surface acting
2. Deep acting

Surface acting (DRS)

suppressing true feelings while displaying the
organizationally desirable ones

Deep acting (DRS)

efforts to change your actual emotions to better match the
required emotions of the situation

Emotional regulation

Processes through which people influence own emotions and the ways in which they experience and express them

Emotional regulation strategies

1. Antecedent focussed strategies
2. Response focussed strategies

Antecedent focussed strategies

Come into play before the response has been fully triggered
- helps prevent strong emotional responses when confronted with certain situations
- includes:
Situation selection,
Situation modification,
Attention deployment,
Cognitive change

Response focussed strategies

Come into play after the response has been fully triggered
- helps prevent any outwardly perceivable expression of emotion in order to support coping with certain situations
- includes:
Reappraisal,
Suppression

Situation selection (AFS)

Choosing or avoiding situations that have the potential to generate certain emotional responses

Situation modification (AFS)

Altering a situation to alter its impact

Attention deployment (AFS)

Refocusing attention to an area of a situation that results in a more positive outcome

Cognitive change (AFS)

reassess an event to see the bigger picture and bring about a more positive emotional reaction

Reappraisal (RFS)

reevaluating a potentially emotional situation in a more objective way

Suppression (RFS)

consciously masking inward emotional reactions with more positive or neutral behavioral responses

Soft skills

competencies that rely on personality traits such as empathy, listening abilities, and good communication to build work relationships

Emotional Intelligence

Ability to understand emotions of ourselves and others to manage behaviors and relationships

Emotional Intelligence dimensions

1. Social awareness
2. Relationship management
3. Self- management
4. Self- awareness

Social awareness (EI)

Skills in perceiving, empathizing with, and reacting appropriately
to the emotions of others

Relationship management (EI)

The ability to manage the emotions of others to build strong and healthy relationships with them

Self- management (EI)

The ability to control and regulate emotions and impulses

Self-awareness (EI)

A good understanding of your own emotions

Attitude

Learned tendency to consistently respond positively or negatively to people or events
- attitude shapes behaviour

Elements that form attitude

Cognitive appraisal + Affective evaluation = Behavioral intentions -> Actual behaviours

Cognitive appraisal

Beliefs
Opinions
Information

Affective Evaluation

Feelings
Likes and dislikes

Cognitive Dissonance

Stress and discomfort experienced when facing inconsistency among your beliefs, attitudes, values, and behaviors
- The manner in which we strive to reconcile dissonant beliefs
or values may not be rational

Attitude in the workplace is critical for

1. Job Satisfaction
2. Employee Engagement
3. Organizational Commitment

Job satisfaction

the degree to which an individual feels positive or negative about a job

Employee engagement

A connection with the organization and passion for one’s job

Organizational commitment

an individual's psychological attachment to the organization

Organizational citizenship consists of two behaviors

1. Organizational citizenship Behavior (OCB)
2. Counterproductive work behaviors

Organizational citizenship Behavior (OCB)

Discretionary and voluntary behavior that is not a part of the employee’s specific role requirements and is not formally rewarded

Counterproductive work behaviors

Voluntary behaviors that purposefully disrupt or harm the organization

Stress

Response that occurs when a person perceives a situation as threatening to their well-being or when their resources have been exceeded

Challenge stressors

Associated with workload, job demands, deadlines and positively related to motivation and performance

Hindrance stressors

Are caused by role ambiguity, red tape etc and inhibit progress towards objectives
- Negatively related to motivation and performance

Strain

Over time Hindrance stressors lead to Strain which is the “physiological and psychological reactions to stress”

Eustress (good stress)

Moderate level of stressors with positive effects
(e.g., working out, achieving deadlines)

Distress (bad stress)

High levels of stressors. that have destructive and negative
effects on efforts and performance (e.g., going through divorce)

Job burnout

Emotional exhaustion, cynicism and loss of interest

Problem-focussed Coping

Understand the problem and seek practical ways to
resolve it

Emotion-focussed Coping

Change someone’s emotional reaction through positive language, distracting techniques

Coping Strategy examples

Meditation
Breath deeply
Be present
Reach out
Exercise

Wellness Program

Personal or organizational effort to promote health and well-being through providing access to services

Wellness Program benefits

- Save organizations money
- Increase job satisfaction
- Cultivate healthier more productive workforce

Motivation is a process by which behaviour is

1. Energized
2. Directed
3. Maintained

Energized (motivation)

the strength to keep going even when things aren’t going our way

Directed (motivation)

the efforts we invest in our work which also benefits the employer

Maintained (motivation)

our intention to work for some period of time to achieve objective

Needs Content Theories (What are the types of factors that motivate?)

1. Hierarchy of needs (Maslow)
2. ERG theory (Alderfer)
3. Two-factor theory (Hertzberg)
4. Acquired needs theory (McClelland)

Needs Process Theories (How our needs drive, influence and sustain behavior?)

1. Goal setting theory (Locke)
2. Equity theory (Adam & Lotham)
3. Expectancy theory (Vroom)

Maslow's Hierarchy of Needs Theory

people are motivated by their desire to satisfy specific needs, and that needs are arranged in a hierarchy with physiological needs at the bottom and self-actualization needs at the top

ERG theory (Alderfer)

People are motivated by three categories of needs arranged in the form of a hierarchy (Existence, Relatedness, Growth)
- The main difference to Maslow is that instead of satisfying needs one step at a time, Alderfer proposed that we can satisfy different levels in any order, or even at the same time

Two Factor Theory (Hertzberg)

Hygiene factors (Salaries, wages, and other benefits) = general satisfaction
Motivation factors (Promotion and status, recognition) = High motivation, High satisfaction, Strong commitment

Acquired Needs Theory (McClelland)

Suggests our needs are shaped over time and formed by experiences and cultural background
Need for Achievement = Desire to excel
Need for Affiliation = Desire to belong to a group and to be liked
Need for Power = Desire to control and influence the behavior of others

Goal setting theory (Locke & Latham)

- The Goldilocks Rule states that goals should fall somewhere in the middle in terms of difficulty (just right) in order to be achievable
- Employees who accept and commit to goals set by or developed in participation with their managers have higher levels of performance
- Goals that are accompanied by regular feedback are more
likely to motivate employees

S.M.A.R.T. Goals

SPECIFIC
MEANINGFUL
ACHIEVABLE
RELEVANT
TIME- BOUND

Equity theory (Adam)

People compare their own perceived O/I (outputs and inputs) ratio to their perceptions of the O/I ratio of others
Fair = more motivation
Unfair = demotivated

Pillars of organizational justice

Distributive
Procedural
Interpersonal
Informational

Distributive Justice

The degree to which people think outcomes are fair

Procedural Justice

The degree to which people perceive the implementation of company policies and procedures to be fair

Interpersonal Justice

The level of dignity, politeness, and respect employees receive from supervisors during change implementation

Informational Justice

The degree of access people are given to information and the explanations provided to convey that information regarding why certain decisions are being made

Vroom’s expectancy theory

Expectancy (probability the amount of work effort invested will result in high performance)
+ Instrumentality (probability that high performance will lead to reward)
+ Valence (the value individuals place on rewards)
= Motivation

Intrinsic motivation

For our own innate satisfaction

1. Need for competence: motivation derived from stretching and exercising our capabilities

2. Need for self-determination: motivation gained through making efforts that are not reliant on any external influences

Extrinsic motivation

reward driven behavior
rewards can be salary, bonuses, and paid vacations
they can
a. increase motivation if rewards are high
b. decrease motivation if rewards are low

Extrinsic Rewards - Types

Seniority-based pay
Job content-based pay
Skill-based pay
Performance-based pay

Seniority-based pay (extrinsic reward type)

guaranteed wages and salary increases based on the amount of time the employee has spent with the organization

Job content-based pay (extrinsic reward type)

salary paid based on the evaluation of a job’s worth

Skill-based pay (extrinsic reward type)

system of pay that rewards employees for the acquisition and development of new skills that lead to enhanced work performance

Performance-based pay (extrinsic reward type)

a financial incentive awarded to employees for meeting certain goals or objectives

Individual-level Performance-basedpay

Piece rate: Workers are paid a fixed sum for each unit of production completed

Merit pay: links pay increases directly to performance

Bonus: a pay plan that rewards employees for good performance in addition to their base salary

Team and organization level Performance-based pay

Gainsharing: a system whereby managers agree to
share the benefits of cost savings with staff in return
for their contribution to the company’s performance

Profit sharing: a pay system in which the
organization shares its profits with employees

Employee stock ownership plans (ESOPs): allow
employees to purchase company stock, often at
below-market price, as one of their benefits

Crystalized intelligence

ability to absorb educational and experiential knowledge
- grows over time and levels off at middle adulthood

Fluid intelligence

ability to reason, focus and remember
- grows over time, peaks at middle adulthood, then decreases

Job that benefits from crystallized intelligence

pharmacist

Job that benefits from fluid intelligence

air traffic controller

middle aged people

struggle with fluid intelligence but perform better in roles that require crystallized intelligence

Job design

a method of setting duties and responsibilities of a job with the intention of improving productivity and performance
- can be traced back to theory of scientific management

Scientific management

By Frederick Taylor. Analyzes workflow through systematic observation or reasoning

Job design approaches

Job enlargement
Job rotation
Job enrichment

Job enlargement (job design approach)

an increase in the range of tasks and duties associated with a job

Job rotation (job design approach)

a process of periodically moving staff employees from one job to another

Job enrichment (job design approach)

an increase in the scope of a job to make it more complex, interesting, stimulating, and satisfying for employees

Job characteristics model

Psychological empowerment

the extent to which employees feel a sense of personal fulfillment when carrying out tasks, together with a belief that their work contributes to some larger purpose

Involves:
Competence
Self-determination
Impact
Meaningfulness

Competence (psychological empowerment belief)

the ability to perform work tasks successfully

Self-determination (psychological empowerment beleif)

the understanding of skills, knowledge, and strengths that enable a person to make choices and initiate work tasks

Impact (psychological empowerment belief)

the degree to which an individual can influence work-related outcomes